Satisfaction with HR Practices and Employee Engagement: A Social Exchange Perspective

Jose, Geetha

doi:10.22610/jebs.v4i7.343

Cited by 44 publications

(25 citation statements)

References 28 publications

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“…For example, Andrew and Sofian (2012) [27] concluded the social exchange theory supports the reciprocity concept when businesses provide facets to employees such as pay, autonomy, meaningful work, or training, and in return, the employee reciprocates engagement or through higher levels of engagement. Many recent studies have been consistent with finding the social exchange theory supports employee engagement conceptually [16] [27] [29].…”

Section: Social Exchange Theory (Set)supporting

confidence: 58%

Relationship between Computer-Mediated Communication and Employee Engagement among Telecommuting Knowledge Workers

Tate¹,

Lartey²,

Randall³

2019

JHRSS

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Virtual teams are increasingly expanding across the workforce facing many challenges to remain competitive. Like traditional "brick-and-mortar" workforces, there may be challenges within virtual teams that affect organizational success such as employee engagement, job satisfaction, commitment, leadership, trust, and knowledge sharing. However, it is uncertain how virtual teams maintain long-term sustainability. This research study brings together two constructs, employee engagement and computer-mediated communication, to examine their importance and relevancy in virtual team's effectiveness (success). Further, social exchange theory (SET) theoretical foundation explained employee motivation and satisfaction behaviors. This research employed a quantitative, non-experimental explanatory research design and used two instruments to investigate the relationship between computer-mediated communication (CMC) competence and employee engagement in telecommuting knowledge workers in the US. To measure dimensions of employee engagement, the researchers used the Utrecht Work Engagement Scale (UWES-9) and the Computer-mediated Communication (CMC) competence model to measure 5 subscales of computer-mediated communication, i.e. expressiveness, attentiveness, efficacy, knowledge, motivation. The target population was a random sample of 134 teleworkers. Demographic information collected included age, gender, education level, and number of years of service. The findings suggest that the most significant predictor of engagement is attentiveness, followed by expressiveness, and then motivation. Thus, leadership can engage in telecommuting knowledge workers to increase and maximize productivity.

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Section: Social Exchange Theory (Set)supporting

confidence: 58%

Relationship between Computer-Mediated Communication and Employee Engagement among Telecommuting Knowledge Workers

Tate¹,

Lartey²,

Randall³

2019

JHRSS

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“…There are a number of models and theories in literature which provide a framework for how to improve employee engagement (Bakker & Demerouti 2008;Kahn 1990 andMay, et al 2004). However, the academic literature has not properly addressed how the employees' level of satisfaction as regards human resource practices of the organization impact their engagement level (Jose and Mampilly 2012). Therefore, it seems that there is a gap theoretically as well as empirically, especially in Sri Lanka with regard to the impact of HR practices on employee engagement among machine operators in Sri Lankan large apparel industry.…”

Section: Problem Background and Problem Of The Studymentioning

confidence: 99%

“…Employee engagement has emerged as a popular concept and it has been defined in various ways (Jose & Mampilly 2012). In 1990, Kahn introduced the concept of employee engagement.…”

Section: Employee Engagementmentioning

confidence: 99%

“…However there is no universally accepted definition for employee engagement and research has shown that it is a multi-faceted construct (Kahn 1990). Moreover the relevance of employee engagement has been increased and as a result of it, researchers are now focusing on what exactly drives engagement and how it can be enhanced (Jose & Mampilly 2012). ISSN: 2012-7227 Research Framework Selective staffing According to Kahn (1990), Macey and Schneider (2008), Christian, et al (2011) and Vance (2006), there is a positive relationship between selective staffing and employee engagement.…”

Section: Employee Engagementmentioning

confidence: 99%

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Impact of HR Practices on Employee Engagement among Machine Operators in the Large Apparel Industry in Sri Lanka

Pinto¹,

Uk²

2018

Human Resource Management Journal

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Area of the Study This study is mainly focused on examining the impact of HR practices on employee engagement among machine operators in the large apparel industry in Sri Lanka. Problem of the Study There is an empirical gap of how HR practices affect to employee engagement in the Sri Lankan context. Therefore researchers addressed: How HR practices affect employee engagement among machine operators in the large apparel industry in Sri Lanka? Method of the study The data were collected from a randomly selected sample of 384 machine operators who are employed in top three companies in the large Sri Lankan apparel industry. A structured questionnaire which included Bakar’s (2013) 16 items for measuring HR practices and Bakker, et al.’ (2002) 17 items for measure employee engagement was administered. The data were analyzed using Pearson’sCorrelation and simple regression analysis. Findings of the Study The findings exhibited that there is a positive relationship between HR practices and employee engagement among machine operators in the large apparel industry in Sri Lanka. As well as HR practices of the Sri Lankan large apparel industry companies are at a satisfactory level and employee engagement of machine operatorsare at a high level. Moreover, all dimensions of HR practices are positively and significantly correlated with employee engagement, namely selective staffing, reward system, performance appraisal, comprehensive training and employee participation program. Lastly, the regression analysis between HR practices and employee engagement indicated that 59.8% of total variance of employee engagement was explained by HR practices. Conclusion of the Study It is concluded that there is a positive impact of HR practices on employee engagement among machine operators in the large apparel industry in Sri Lanka. Thus organizations in this sector need to develop proper and well-structured HR practices to attain high employee engagement level among the machine operators. Keywords: HR Practices, Employee Engagement, Machine Operators

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“…are more satisfied with their work and organizations (Jose & Mampilly, 2012). Also, a report by AON Hewitt (2012) revealed that a five-point increase in employee engagement levels subsequently increases revenues by three points in the following year.…”

mentioning

confidence: 99%

Influence of idealized influence on employee engagement in parastatals in the energy sector in Kenya

Change¹,

Linge²,

Sikalieh³

2019

IJRBS

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Parastatals continue to experience difficulties in trying to achieve employee engagement. Consequently, governments have transitioned to the transformational leadership style to effectively achieve employee engagement. Nevertheless, it is still ambiguous whether the institution of transformational leadership style dimensions has boosted employee engagement levels in parastatals in Kenya. The objective of the study was to investigate the influence of idealized influence on employee engagement in parastatals in the energy sector in Kenya. Also, the study sought to determine the moderating influence of employee motivation on the relationship between idealized influence and employee engagement. This study targeted the 10 parastatals within the energy sector in Kenya with a population of 315 middle-level managers. The study adopted a positivist research philosophy to examine how idealized influence influences employee engagement and data were collected using structured questionnaires. A correlational research design was conducted with the purpose of determining the strength of the relationship between parameters of idealized influence and employee engagement in parastatals in the energy sector in Kenya. The findings showed that employee engagement has a statistical significant relationship with charisma, r(166) = 0.590, p < 0.01; ethical leadership, r(165) = 0.553, p < 0.01; teamwork, r(166) = 0.531, p < 0.01. Multiple linear regression analysis revealed that employee motivation positively and significantly moderates the relationship between idealized influence and employee engagement, R2= 0.405, F(2, 159) = 54.100, p <0.05, β = 0.225, p < 0.05. The study concluded that charisma, ethical leadership, teamwork, and employee motivation positively enhance employee engagement.

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Satisfaction with HR Practices and Employee Engagement: A Social Exchange Perspective

Cited by 44 publications

References 28 publications

Relationship between Computer-Mediated Communication and Employee Engagement among Telecommuting Knowledge Workers

Relationship between Computer-Mediated Communication and Employee Engagement among Telecommuting Knowledge Workers

Impact of HR Practices on Employee Engagement among Machine Operators in the Large Apparel Industry in Sri Lanka

Influence of idealized influence on employee engagement in parastatals in the energy sector in Kenya

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